| Summary: | 碩士 === 淡江大學 === 管理科學研究所 === 86 === The purposes of this research are as follows
1.Understanding the possibility about Mainland China''s high-tech industry environment and top manager''s training is different from Taiwan''s
2.Understanding the relationship between industry environment and top manager''s training.
3.Understanding the relationship between top manager''s training (methods and content and organizational performance.)
The Study takes 60 firms in Taiwan and 75 firms in Mainland China as research population, and draw up all samples from the population The useful samples are 25 firms in Taiwan and 19 firms in Mainland China. The results of this study are as
1.There are difference existing between Taiwan and Mainland China in organization resource tension, bargaining power, change of business environment.
2.There is no difference between Taiwan and Mainland China in top managerk''s training But in further study, finding that there are differences in action learning and outside seminars.
3.In Taiwan''s headquarter, resource tension is positively relative with action leaming. In Mainland China''s division, resource tension is positively relative with all on-the-job training. As for off-the-job training, resource tension is positively relative with case analysis; the extent of environmental change is positively relative management programs supplied by university in Taiwan''s headquarter. In Mainland China''s division, resource tension is positively relative with the overall and each off-the-job training; the extent of environmental change is positively relative with role playing
4.In Taiwan''s headquarter, bargaining power is positively relative with business management, human relationship/leadership training. In Mainland China''s division, resource tension is positively relative with business management training: the extent of environmental change is positively relative with business management training.
5.In Taiwan''s headquarter, outside seminars is positively relative with overall organizational performance, improving product/service quality, and rate of innovation. In Mainland China''s division, action learning is positively relative with overall organizational performance, ability of implementing policy, rate of innovation,and rate of reacting environment. Outside seminars is positively relative with overall organizational performance, ability of implementing policy, improving customer''s satisfaction, improving quality, rate of innovation, and rate of reacting environment.
|
|---|
